Local Government (The End of the Performance Review.ppt) Presentations/Dr Tim Baker EOPR A...
Transcript of Local Government (The End of the Performance Review.ppt) Presentations/Dr Tim Baker EOPR A...
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The End of the Performance
Review
A New Approach to Appraising Employee
Dr Tim Baker
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Aims &
Objectives
Appreciate the need to have regular developmental
conversations with staff as a useful vehicle for managing staff
expectations and performance
Understand how you may use a structured Five Conversations
Framework with staff
Understand the argument why performance reviews are outdated
and ineffective
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Job Performance
Individual attributes
Organisational supportWork effort
(Blumberg et al., 1982)
Capacity to perform
Willingness to perform Opportunity to perform
•Demographic
•Competency
•Personality
•Time
•Budget
•Tools
•Instructions
•Expectations
•Procedures
•Level of effort
•Direction
•Persistence
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What is performance management?
Vision
Mission
Core Values
Job descriptions
Key Result Areas
Key Performance Indicators
Targets
(Baker, 2009)
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What types of systems & processes are
available?
Traditional approach Peer group approachDiscussion
•Military
•Power
•Manager judgment
•Relationship
•Agreement
•Mutual agreement
•Teamwork
•Multiple perceptions
•Peer group judgment
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What’s Wrong
With the
Traditional
Performance
Appraisal?
They are a costly exercise
Appraisals can be destructive
Appraisals are often a monologue
rather than a dialogue
The formality of the appraisal
stifles discussion
Appraisals are too infrequent
Appraisals are an exercise
in form-filling
Appraisals are rarely followed up
Most people find appraisals stressful
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Roles people play in
organisations are more
important than the jobs
they do...
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The Work People Do
Job Tasks Non-job Tasks
Technical skills
Team role
Career role
Innovation &
Continuous
Improvement role
SOURCE: The End of the Performance Review
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Climate Review
conversation
Job satisfactionMorale
Communication
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Strengths &
Talents
conversation
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Opportunities for
Growth
conversation
What are my expectations
as manager?
How are you performing to
those expectations?
What can we do to help you meet my
expectations?
Are you committed to
meeting those standards
in the future?
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Learning &
Development
conversation
Technical-centred approach
Person-centred approach
Problem-centred approach
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Innovation &
Continuous
Improvement
conversation
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benefits of the Five Conversations
Framework
ongoing dialogue
openness and directness
flexibility
timely information
more relaxed approach
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“Tim Baker's new book revolutionizes the way
to view and conduct employee appraisals. His
method is brilliant in its simplicity and highly
effective in its approach. "The End" for the
traditional performance review but just the
beginning for a groundbreaking new model.”
global leadership thinker and
million-selling author or editor of
32 books, including the
New York Times bestsellers, MOJO